ISB Thought Leaders’ Summit

"We need a new mind-set and a true revolution to adapt our educational systems to the education needed for the future work force”, Klaus Schwab, Founder and Executive Chairman, World Economic Forum, 2017

Introduction and Context
Human Capital remains the foremost strategic lever for enterprises to perform, grow and deliver sustainable stakeholder outcomes. Almost all CEOs agree that Human Capital, honed and harnessed well, significantly enhances firm performance. Yet,our readiness to develop and deploy human capital is woefully inadequate. India has ranked at a low 103 (among 130 nations) in the 2017 World Human Capital Index. There is an urgent need for our businesses to design and deploy Human Capital strategies that get our workforce to be future ready. However, today in India we are faced with several challenges. To present a few:

First, organisations need to be ambidextrous in order to manage these dual, often competing human capital needs. On the one hand, we need to identify valuable and relevant skills, recruit such skilled talent, create meaningful tasks and workplaces, leverage our hired workers to drive performance and manage the motivation of a multi-generational workforce with tech-savvy millennials forming the bulk strategies that require thoughtfully developing and integrating Human Capital in order to expand or grow successfully. On the other hand, the very same enterprises have to embrace novel disruptive technologies, innovate and automate their operations, right-size and improve worker productivity, and efficiently allocate Human Capital strategies that demand to reduce and curb Human Capital growth and expansion. Unless organisations can manage both strategies, they are at risk being in the large, and rather unsuccessful, “swollen middle.” Talking of other prominent challenges ,organisations have to redesign and renew themselves to step up to the inevitable digital tsunami head on. We have to build global organisations and learn to manage across borders. We must foster greater diversity and inclusivity among our places and assimilate multi-generational workforces. We must architect our leadership development designs afresh to address the  new leadership challenges.

All in all, every aspect of how we hire, hone and harness human capital needs to be transformed- adjusting the strategies in real time - factoring each enterprise’s own unique life cycle & sectoral needs.

In an ideal situation, enterprise leaders partner with academic colleagues in collaborating and evolving appropriate, executable strategies to address these emerging challenges. Business schools supply truly industry-ready students through relevant and timely offerings in education with new age curriculum, while industry sponsors business school research and asks for, in return, any actionable, evidence-based insights that predict target outcomes. Research-based proven models in Human Capital would be made available to help managers take more informed decisions mitigating the risk of frequent re-invention. Unfortunately, we are not in an ideal environment. Our track record of forging meaningful and outcomes- oriented partnerships between industry and academia have not been successful. Significant costs incurred within companies to renew the worker skills could have been avoided if Business Schools could customize and offer relevant, on-going learning programmes for capability renewal and in-career development. The time is right to make this ideal scenario into a tangible reality.

Human Capital & Leadership Initiative at ISB
In this context, ISB has decided not only to invest in the area of practice-focused teaching in Human Capital , but also to set up a specialised Human Capital and Leadership Initiative ( HC&LI ) - with the objective of providing industry relevant offerings in research, education and on-going in-career learning.

To get ready for building industry and practice relevant content, a Thought Leaders’ Summit is being hosted at ISB on February 16, 2018. A select set of CEOs, CXOs and CHROs have been invited to this exclusive event.
The following themes are being discussed.

  1. Human Capital Strategies for a digitally disrupted world
  2. Building a global organisation – managing across borders
  3. Measuring return on human capital investment
  4. Architecting leadership development for the future
  5. Tapping new talent pools – beyond the metros
  6. Building organisational agility – scaling up and down/ hiring and firing

This marks only the beginning of ISB’s focus the field of Human Capital Strategies for organisations. Over time, we hope to grow this initiative into
a full -fledged ‘center of excellence’ with industry sponsorship and partnership.

Please visit this page to find more exciting information on what was discussed in the Thought Leaders’ Summit and what did the industry leaders set as expectations form ISB/Business education.

Rajendra Srivastava

Rajendra Srivastava is the Dean of the Indian School of Business (ISB) and the Novartis Professor of Marketing strategy and Innovation. He comes with an experience of over 30 years as an academic and administrator. He has held several tenured faculty and administrative positions during his career. Before joining the ISB, he was Provost and Deputy President of Academic Affairs at Singapore Management University.

His research interests include Marketing Strategy, Marketing Metrics, and Brand/Customer Management. His current work focuses on Business Model Innovations, especially in Services, B2B, Technology and Emerging Markets. He is best known globally, for his work on measuring the impact of market-facing business processes (innovation, supply-chain and customer management), that create value for customers, and the value of market-based assets (customers, channels, brands and value networks).

Chandrasekhar Sripada

Chandrasekhar Sripada is Practice Professor of OB & Strategic Human Capital at ISB. Additionally, he is the Executive Director of the Human Capital and Leadership Initiative (HCLI) being incubated in the Dean’s office at ISB. Chandra has over 40 years of professional experience in leading the overall HR function at well-known companies like Dr. Reddy’s, IBM, Capgemini ,Reliance and others. Chandra brings a rare blend of experience across private , public and MNC companies. As a seasoned C -Suite executive , Chandra brings an uncommon combination of strong hands-on practice in Strategic Human Capital Leadership with deep passion for teaching, research and thought leadership.